pt drydock (diversity in organization case study)

7/29/2019 PT Drydock (Diversity in Organization Case Study)

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DATA


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Perusahaan tidak menerapkan undang-undang yang mengatur dengan jelas

perekrutan tenaga kerja oleh Investasi Asing di Indonesia. Selain itu sistem kerja

yang diantaranya meliputi sistem pengupahan yang dimuat pada Pasal 45 Huruf a

dan b UU Ketenagakerjaan No 13/2003 tidak diterapkan.

Gaji dan Fasilitas (Perbedaan antara TKA dan TKI)

Buruh Indonesia mayoritas ditempatkan di bagian pesuruh dan pertukangan

sedangkan level mandor dan penyelia sebagian diisi buruh asing.

Outsourcing


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Tahap pertama yang terjadiadalah potensipertentangan atau ketidakselarasan.

perbedaan gaji antara tenaga kerja Indonesia

dan Asing yang jauh sekali, perbedaan

fasilitas, tunjangan-tunjangan dan

pemotongan gaji oleh outsource.

Tahap kedua yang terjadi adalahkonflik yang

dipersepsi dan dipersonalisasi

Tahap ketiga adalahMaksud (Intentions),

adalah tahap dimana mereka memutuskan

untuk bertindak tertentu.

Tahap keempat adalah Perilaku yang meliputipernyataan, aksi, dan reaksi yang dibuat oleh

masing-masing pihak

Tahap kelima adalah akibat disfungsional

yaitu suatu konsekuensi destruktif dari konflik


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Komunikasi

StrukturOrganisasi, kejelasan yurisdikasi,

keserasian antara anggota dengan

tujuan, sistem imbalan dan gaya

kepemimpinan.

VariabelPribadi

Ketidakmatangan intelektual, emosi dan

spiritual quotient

Kelompok Asal (Negara, Daerah, Etnik)

Stereotype


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Clarifying Rules & Procedures

Reducing Differentiation

Structural ReviewImprove Comm &

UnderstandingMentoring & Training

Events


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The Increasing Diversity of the

Workforce and the Environment

Diversity

Differences among people in age,gender, race, ethnicity, religion, sexual

orientation, socioeconomic background,and capabilities/disabilities

Diversity Concerns and Issues The ethical imperative for equal

opportunity

The illegality of unfair treatment

Diversitys positive effect onorganizational performance

The continuing bias toward diverseindividuals


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Perception

Perception

The process through which people select,

organize, and interpret what they see, hear, touch,

smell, and taste to give meaning and order to theworld around them.


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Perception (contd)

Perception as a Determinant of Unfair

Treatment

Stereotype

Simplistic and often inaccurate beliefs about the typical

characteristics of particular groups of people

Bias

The systematic tendency to use information aboutothers in ways that result in inaccurate perceptions

Types of biases: similar-to-me, social status, salience


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How to Manage Diversity

Steps in Managing Diversity Effectively

Secure top management commitment

Strive to increase the accuracy of perceptions

Increase diversity awareness Increase diversity skills

Encourage flexibility

Pay close attention to how organizationalmembers are evaluated

Consider the numbers


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Copyright McGraw-Hill. Allrights reserved.

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How to Manage Diversity (contd)

Steps in Managing Diversity Effectively(contd)

Empower employees to challenge

discriminatory behaviors, actions, and remarks

Reward employees for effectively managing

diversity

Provide training utilizing a multipronged,

ongoing approach

Encourage mentoring of diverse employees


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Copyright McGraw-Hill. Allrights reserved.

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How to Manage Diversity (contd)

Mentoring A process by which an experienced member of

an organization (the mentor) provides advice

and guidance to an less experienced member

(the protg) and helps the less experienced

member learn how to advance in the

organization and in his or her career.


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pt drydock (diversity in organization case study)

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